From Triple Bottom Line Logic to ESG Operationalisation: Developing a Sustainable Business Model Framework for the Construction Sector

Unofficial AI-generated summary based on the public title and abstract. Not an official translation.

🔬研究者:Provides a conceptual foundation for empirical testing of ESG–business model causal pathways in construction.

🏢実務担当者:Offers a ready-to-use canvas and KPI matrix for embedding ESG into tendering, procurement, and site management.

🏛政策担当者:Highlights the need for sector-specific guidance to operationalize ESG disclosure requirements for construction firms.

Background. The construction sector is project-based and multi-actor, which means that early design and procurement decisions determine long-term environmental and social impacts. However, the Triple Bottom Line (TBL) framework remains too broad to guide daily trade-offs and produce the verifiable, comparable evidence that clients and regulators demand. Construction firms require an operational logic that translates sustainability aims into managerial levers, embeds them in project routines, and produces verifiable performance information suitable for assurance and procurement evaluation. Purpose. This study develops a construction-tailored framework that translates environmental, social, and governance (ESG) themes into implementation architecture for sustainable business model innovation (BMI). The aim is to make ESG actionable at the level of value proposition design, key activities, partner governance, and value capture, while preserving proportionality and reporting readiness. Findings. An integrative literature review and conceptual framework analysis produced three connected artefacts: (i) a VSME-aligned ESG theme structure; (ii) a Sustainable Construction Business Model Canvas; and (iii) an ESG–Business Model–KPI matrix with indicative metrics for embodied carbon via EPD/LCA, waste diversion and circularity measures, health and safety incident frequency (e.g., TRIR/LTIFR), and governance and compliance controls. The artefacts establish traceable linkages between ESG themes and business-model components, and translate them into decision rules relevant to tendering, procurement, and site management. The framework is calibrated for proportionality, enabling SMEs to adopt a minimum viable indicator set while allowing larger contractors to extend coverage to Scope 3 engagement, supplier due diligence, and assurance-ready data processes. Implications. ESG is reframed from a reporting overlay into implementation architecture for sustainable business model innovation in construction. The proposed framework supports prioritisation, measurable performance management, and stakeholder transparency, and can be adapted to organisational size and data maturity. Future research should validate the hypothesised causal pathways through multiple-case studies, expert elicitation, and project-level KPI testing, including ex-ante dashboards that connect leading indicators to cost, risk, and schedule outcomes.

• semanticscholar https://doi.org/10.61954/2616-7107/2026.10.1-10first seen 2026-07-16 06:03:36